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Informele netwerken en escalatie van conflicten in een managementteam

Wittek, R., M. van Duijn, T.A.B. Snijders (2001). Informele netwerken en escalatie van conflicten in een managementteam. Sociale Wetenschappen 44 (1), 48-67

Abstract
Lindenberg’s  relational  signaling  theory  is used  to develop hypotheses on  the  link between  relationship  strength,  network  embeddedness, organizational  context  and social  escalation  of  conflicts  in  organizations.  Social  escalation  is  defined  as  the incorporation of one or more third parties into a conflict. An empirical test is conducted with  data  on  67  conflicts  between  22  managers,  gathered  during  three  years  of ethnographic fieldwork and a longitudinal network study in a management team of a
German  Paper  Factory.  Multilevel  analysis  indicates  that  strong  ties  between conflicting  parties  decrease  the  level  of  social  escalation,  but  this  effect  becomes weaker over time. Network embeddedness increases the chances for social escalation between  unrelated  conflict  parties  only  at  later  stages  of  the  conflict.  The  results highlight the importance of organizational contexts as a key determinant of escalation processes.
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WittekVanDuijnSnijders.pdf
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Rafael Wittek,
Jul 23, 2009, 2:23 AM
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